Tuesday, March 12, 2013
Minimal Planning for Sustainable Organizational Coherence
If anyone thinks any of the discussion raised below is obvious, simple or not needed, one needs only review the ongoing charades over massive financial fraud, political treason, WikiLeaks, Cryptom.org, or Bradley Manning to see how compromised our high level policy processes are.
How does ANY growing organization invent new methods - fast enough - for keeping it's policy staff aligned with "general welfare of the people" - a task that is increasingly distributed, by definition?
The interests of politicians - or "leaders" of any sort - are FAR too easily diverted by very simplistic, existing methods. Protection & maintenance of their personal needs and pressures are grossly neglected relative to the impact of the national issues they're supposedly shepherding.
We tend to discuss this as personal treason, but a better perspective is that of the group. From a group perspective, leadership treason reflects gross neglect and mal-adaptive group methods which have exposed key people in key positions in key organizations to concentrated pressures. Those are not just stupid mistakes, but ones trivially correctable by groups, given their immense resources.
As an analogy, how does any "immune system" protect it's immune cells from infection by novel agents? How does a commanding CNS protect itself from being hijacked by a virus? How does an organizational culture protect itself from Control Fraud?
The bigger the organization, and the faster the growth, the sooner and easier it is to derail and pervert it from the top.
Ergo, managing organizational risks & uncertainties requires that top-down methods regulation remain top priority, and that such management always use "general welfare of the people" as a constant reference. In all system models of evolutionary Adaptive Rate, maintaining simultaneous diversity and recombinant discovery of options is roughly synonymous with maintaining "general welfare of the people."
If we don't continuously model, test and pay minimal attention to safeguarding the regulatory pressures that "policy-level" staff are subject to ... then we make a mockery of all organizational investments at all subsidiary levels. We may as well invest all national resources in winning an evolutionary race, and then voluntarily give away the victory.
Unfortunately, the following questions are novel for most people. What methods keep emerging, key leaders fully immersed, oriented to and constrained by the general welfare of the people? How do we make policy staff immune to narrow temptations, and instead adequately connected to group, and fully motivated by group outcomes? How do we keep such people from becoming isolated, pressured, misguided, susceptible ... and tempted by things that shouldn't even matter to the group?
More attention to modeling and practicing our own group outcomes-based practice methods?
Practice our own practice methods? You know who's most familiar with that concept? Sports & other team coaches. We really need to discuss running our politics and policy apparatus with the same attention to group outcomes. It obviously matters, more than anything else.